Why do successful organisations pursue established strategies for too long? The hypothesis behind this blog is that it is a consequence of the way they make decisions.
The speed of competition means we need to do more than look in our review mirror to assess competitive threats. Proactive assessment of changes in power amongst our suppliers & buyers, potential substitute products and new entrants, the competitive rivalry and changes in complementary products and regulation is a basis for improved enterprise agility.
Strattomics: Climbing to your next business Peak without attending Business School – Raising Agility, promotes broader thinking about the future of an enterprise S curves are used to identify the “As Is” in terms of its position on the growth journey & the distinctiveness of its capabilities. External factors such as Buyers, sellers, new entrants, the threat of substitute products, the impact of complementary products, regulation and overall competitive rivalry are consider before the 7S is used to help broaden thinking about the overall enterprise (with a particular focus on values.) As a means of reducing the risk of “unintended consequences” the use of the “future wheel” technique is recommended. The agility discussion closes with consideration of adaptive planning and rolling forecasts as means of preventing the planning process becoming a barrier to change.
Engaged people, asking the right questions, equipped with relevant data, in an organisational environment that expects collaboration amongst stakeholders, have a higher probability of repeatedly making decisions that grow an enterprise – through both continuous improvement and new products and services.